Strategic planning in emergent market organizations: empirical investigation

Abstract

Purpose

This study is designed to examine strategic planning practices in Jordanian manufacturing organizations (JMOs). Two issues are of primary concern here. The first is related to the extent of using strategic planning in JMOs, while the second issue is concerned with the infrastructure necessary to implement successful strategic planning.

Design/methodology/approach

Data were collected via a questionnaire that was administered to the CEOs of the 37 manufacturing firms included in this study. Out of the 37 questionnaires distributed, 28 were returned representing a response rate of 76 percent.

Findings

Results reveal that 39 percent of JMOs are implementing strategic planning, whereas 61 percent are not. Results also indicate that while JMOs managers possess strong and positive attitudes toward strategic planning; these attitudes have not been translated into real commitment. A low to moderate level of commitment, low level of participation, and moderate strength of information system are found in this study.

Originality/value

So far, only limited empirical research has been conducted to explore strategic planning practices in Jordanian business organizations (JBOs). Our current study is among the few pioneering studies that have contributed to the enhancement of our understanding of strategic planning practices in JBOs.

Citation

Al‐Shammari, H.A. and Hussein, R.T. (2008), "Strategic planning in emergent market organizations: empirical investigation", International Journal of Commerce and Management, Vol. 18 No. 1, pp. 47-59. https://doi.org/10.1108/10569210810871489